Employee Relations: Volume 43 Issue 2

Guest editorial

Peter Stokes, Ludivine Adla, Virginie Gallego-Roquelaure, Christian Defélix

Can high-performance work systems (HPWS) promote organisational innovation? Employee perspective-taking, engagement and creativity in a moderated mediation model

Mohammed Iqbal Al-Ajlouni

Reviewing Human Resource Management (HRM) and innovation literature, an identified gap exists in the mechanism in which the association between HRM and innovation is happen. To…

Innovative work behavior in SMEs: the role of transformational leadership

Emil Knezović, Amina Drkić

The purpose of this paper is to investigate the determinants of innovative work behavior (IWB) by examining the moderating role of transformational leadership in the context of…

Leaders influencing innovation: A qualitative study exploring the role of leadership and organizational climate in Vietnamese tourism SMEs

Giang Hoang, Elisabeth Wilson-Evered, Leonie Lockstone-Binney

Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are…

High-performance work systems, innovation and knowledge sharing: An empirical analysis in the context of project-based organizations

Sabeen Hussain Bhatti, Ramsha Zakariya, Demetris Vrontis, Gabriele Santoro, Michael Christofi

This article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.

The mediating effect of meaningful work between human resource practices and innovative work behavior: a study of emerging market

Nishant Singh, Umesh Bamel, Veena Vohra

This study is aimed at examining the mediating effect of meaningful work (MFW) between human resource practices (HRP) i.e. staffing, training, participation, performance-based…

Innovative SMEs in search of ambidexterity: a challenge for HRM!

Marie-Laure Buisson, Lise Gastaldi, Bénédicte Geffroy, Romain Lonceint, Cathy Krohmer

Innovative small and medium-sized enterprises (SMEs) are key economic actors, but they are fragile. Their innovation trajectory requires an evolution in their competencies as…

Compensating employees in micro-sized social enterprises with innovative HR practices

Nicholas David Black

The purpose of this paper is to understand how micro-sized social enterprises can compensate their employees equitably, despite encountering resource scarcity and prioritising…

A multilevel approach to competence management in innovative small and medium-sized enterprises (SMEs): literature review and research agenda

Sabrina Loufrani-Fedida, Bénédicte Aldebert

This paper aims to improve the understanding of competence management in innovative small and medium-sized enterprises (SMEs) through a multilevel approach.

Subsidiarity as secret of success: “Hidden Champion” SMEs and subsidiarity as winning HRM configuration in interdisciplinary case studies

Fred Mear, Richard A. Werner

This paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a…

HRM as a catalyst for innovation in start‐ups

Dorra Jebali, Viviana Meschitti

The study seeks to reduce the blurriness remaining around the value that HRM can bring to innovation in the specific context of start‐ups, it advocates that the early adoption of…

The SME ‘styling’ of HEI – HR of management of international mobility: motivations, benefits and barriers as drivers of innovation

Jessica Lichy, Fraser McLeay

As government funding continues to decrease, higher education (HE) providers are pressed to become autonomous in terms of managing resources and innovation. Many operate as small…

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Alberto Sardi, Enrico Sorano, Patrizia Garengo, Alberto Ferraris

Literature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice…